This study tackles several facets of networks in the current business environment: networks between organizations, networks based on virtual communications, and networks organized with the purpose of knowledge sharing and exchange on a variety of issues. 15 networks were studied over a 6-month period. A team of six organizers ran these networks. Organizers looked after recruiting members, choosing issues for discussion, moderating and facilitation, and circulating information among the members. Members were drawn from a limited list of 150 companies, comprising many multinational companies with global operations, as well as international companies, from a variety of industries. Statistical analysis, using social network analysis methods, was performed every two weeks to monitor the growth and development of these networks. Based on this analysis, visual maps were made every two weeks of the interactions between all network members. A ‘star’ or hub-and-spoke structure came to dominate most networks. This structure was not particularly helpful in fulfilling these networks’ purpose. Paradoxically, the motivated team of organizers appeared to produce this effect, through their enthusiastic efforts to grow their networks’ activity levels. This phenomenon happened in two different ways. First, in some cases, the organizers recruited a large number of new members into the networks. This produced a sparse network where most real connections of substance were between the organizers and the members. The result was a classic star pattern, with few interactions between members directly themselves. Second, some organizers chose to focus their efforts on encouraging intense interaction among a small group of members. This produced a saturated network where there was not enough diversity within the network to sustain intense interaction over time. Organizers thus need to carefully balance their attention to growing memberships and relationships.